It’s easy to spruik that a company has a strong culture & value around its people. But it may be completely different when companies are expected to turn theoretical value into true practice. Businesses can oftentimes get so busy throughout the year that planned social events can often be overlooked or placed lower down the list of priorities.
At RiskLogic, Joint Directors Dan Shields and Josh Shields places a lot of value on their people and these values are practiced throughout the year. Established in 2005, RiskLogic has been on a trajectory of exponetial growth over the last few years, with the team growing rapidly – and still growing. The RiskLogic directors are firm believers that an organisation’s success is a combination of having a clear and meaningful purpose, strong values and highly aligned and motivated people who are the best in the industry.
Josh and Dan are advocates of placing people first and the results will follow. They do this by encouraging team members to have a balanced work and family lifestyle, interlaced with social events throughout the year and finishing 2017 with a Christmas party for children of the RiskLogic family.
The children enjoyed an afternoon of xbox and Wii, cupcake decorating, colouring in, face painting and pool, finished with a visit from Santa Claus.
Exhausted and loaded with sugar, the children went home with parents who could finish the day with an early mark. Merry Christmas to all our clients, friends and family. Stay safe over the holidays.
Compared to business as usual, a crisis presents a unique and challenging decision-making environment. Whether it’s a natural disaster, hostage scenario, malware attack or other crisis, leaders and team members may be under enormous psychological pressure when managing through a major incident. In such extremes, strategic leadership is crucial, particularly as the leader is unlikely to have had direct experience of the crisis beforehand.
Two different leadership styles
There are two different leadership styles that may apply when managing a major incident. These being task-orientated and people-centred leadership. Neither one of these leadership styles outweigh the other in importance. Instead, depending on the crisis and incident, the appropriate leadership style will need to be invoked.
The task-orientated leadership style is focused on strong hierarchies and task-orientated behaviour to drive outcomes. This leadership style takes command and control of the situation by determining specific tasks and scope of work for their alternates. She or he determines what, how, where and when the work must be done .
The people-centred leadership style places greater emphasis on their relationship with their team members, encourages two-way communication and harnesses ideas from the team. Employees often open up to leaders who are human, who have made mistakes and learned from them. ‘When you capture the hearts and minds of people, let them have their say in some of the decisions, they will have greater buy-in and be more willing to strive for excellence,’ says Melbourne RiskLogic Senior Manager, Gary Vogel.
Choosing the best crisis leadership style for your organisation
Crises are unpredictable, chaotic and can escalate quickly. Leaders must deal with issues that are difficult to understand and which seriously threaten the viability of the organisation and possibly even the safety and welfare of staff and clients or customers. ‘During a crisis, people are often panicky and in need of assurance that someone strong is in control. Task-orientated leadership using the command and control approach has been used effectively in these situations as it provides strength, helps assure the team, and galvanises their efforts,’ confirms Vogel.
“An inspirational leader is one who quickly, calmly and decisively controls a crisis situation”
‘With great power comes great responsibility, and mangers are expected to lead – especially through times of difficulty. A good leader will change their leadership style based on the situation,’ adds RiskLogic’s Brisbane Regional Manager, Simon Petie.
A people-centric leadership style may well be better placed for the business as usual environment, or when reviewing and learning from the crisis and preparing for the next one. For a people-centred leadership approach to be effective during the crisis, the workforce must be fully aligned in its values, direction and drive for success.
‘The maturity of the crisis management team is a critical consideration in terms of how the leader leads during a crisis,’ says RiskLogic’ Melbourne Regional Manager, Cheryl Hambly ‘If the team has extensive experience working together in crisis mode, the leader may be able to take a more supportive rather than directive role. However, in reality this may be difficult to achieve. In a less mature team, as is often the case, team members will need a higher level of direction to set objectives and respond to the situation,’ adds Hambly.
In a crisis, there is often simply no time to consult with the team about what to do. If you hesitate as a leader, if you delay a decision in order to form a committee to discuss your options, you may miss the decisive point that will tip the balance between success and failure, or possibly even life and death.
Becoming a resilient organisation
To be a resilient organisation, leaders must be able to adapt to and successfully steer the organisation through all kinds of disruptive changes. It’s not enough to simply train your managers to be decisive or to tell your staff the location of emergency exits and assembly points.
If the command and control leadership approach is counter to your organisation’s typical approach, working through times of stress and challenge may be exceptionally difficult. Leadership in a crisis might not be within the skill-set of your organisation’s senior leaders – a leader who is highly successful in normal business may not be able to lead well in a crisis.
The only practical way of preparing leaders for a crisis is a rigorous, realistic and regular training program, which allows leaders to examine all the implications of those challenging, yet plausible ‘What if…?’ scenarios. Key employees need to be trained to work within the crisis management plan to help ensure they respond in the most appropriate way. A well-managed communications strategy that ensures accurate and timely communication is also critical to instil calmness, authority and confidence in all those affected by the crisis.
Editor’s note: this article was written last year in conjunction with RiskLogic’s Cyber-Awareness campaign. We are re-publishing for 2017’s Cyber awareness month.
The Business Continuity Institute brings you another year of stats to help really put into perspective what the issues facing organisations are. Here is a break down of the 2016 Cyber Resilience Report. These numbers were researched and put together by Senior Communications Manager, Andrew Scott CBCI.
As I mentioned last week, BDO had stated in their cyber awareness workshop that one organisation would receive on average 17,000 attacks in 2016. By 2020, this is going to cost companies a staggering $3 trillion USD.
The frequency of these cyber incidents demonstrates why it is important for organizations to have plans in place to mitigate against these kind of threats, or to lessen their impact.
This has clear implications for the time taken to return to business as usual, and the ultimate cost of the incident to the organization.
Even if organizations wish to respond immediately to a cyber attack, the nature of the attack may render them unable to do so.
All these forms of attack will, in different ways, render an organization’s own network either contaminated or inoperable. An example of a company in New Zealand who a few years ago disappeared off the face of the earth reiterates this.
They had realised one afternoon someone was in their system, just sitting there waiting (which can be more worrying than if they’re actually attacking). The organisation took the first meaningful step and completely disconnected the whole business. 150,000 customers were contacted to change their passwords. Over two weeks the IT team rebuilt the company up from scratch. Confident that no hacker could get back into something completely rebuilt like this, they gained the stakeholders trust and invested millions into fixing this as soon as possible. On a Friday afternoon at 4:30pm, the business was ready to switch back on. Once they had, their CIO had been informed that the hacker was there again, waiting, back in the systems. His inevitable attack lead the company to loose a further couple of million dollars and send them to bankruptcy.
David James-Brown FBCI, Chairman of the BCI, commented: “This piece of research is one of the most timely, insightful and relevant the BCI has ever produced. Cyber attacks tend to target the weakest links of an organisation, and this calls for a greater awareness of ‘cyber crime’. As the cyber threat evolves, it is crucial to stay on top of it, building long-term initiatives and regularly updating recovery plans.”
Rickie Sehgal, Chairman of Crises Control, said: “Rapid communication with employees, customers and suppliers is vital for any company in terms of responding effectively to a major business disruption event such as a cyber attack. When your business is at risk, even a one hour delay in responding to an incident can be too long. Taking more than two hours to respond, as almost half of companies do, is just unacceptable.”
RiskLogic offers a comprehensive training course on cyber resilience and how your organisation can remain prepared and secured for when an attack occurs. Our experienced and credible consultants are well prepared and ready to assist you in your cyber journey. Contact us now to arrange your obligation free consultation.
Written by Brad Law, Senior Manager, Resilience Services & Country Manager NZ & Ollie Law, Commercial Marketing Manager
Just over a year ago, I was sitting down to lunch with a client in Wellington. It was a rare, beautiful day with a nice buzz of students and frantic businessmen walking around us. We were about 300 metres away from the Beehive (Executive Wing of the New Zealand Parliament Buildings) and my client leant over to ask, “What do you think is the most likely and unlikely organisation to be hacked or targeted by cyber-terrorism?” After very minor thought, I concluded that anything to do with the Defence Force is not only a huge target for any budding hacker, but surely, it’s also the last place that would allow that to happen, right? Wrong!
As of Tuesday 10th October 2017, an Australian Defence Contractor has had highly commercially sensitive information on the build and design of new fighter jets, navy vessels, and surveillance aircraft stolen.
The Facts as we know them:
Dan Tehan, the minister in charge of cyber security, confirmed the hacking had taken place and was targeted towards an unknown contractor.
The hack itself took place over a few months, without any defence or internal networks picking up the attack.
24 hours after the news broke, Australian authorities researched and criticised the defence contractor for “sloppy admin” concluding that in fact, anybody could have penetrated the company’s network and that they were “surprised it hadn’t happened sooner”.
During the investigation of the hack, it was found that hackers had exploited a hole in the IT helpdesk portal where no staff member had updated the 12-month old vulnerability. Literally leaving a door wide open for even the most amateur of hackers to enter.
Furthermore, the Australian Signals Directorate (ASD) found that the contractor had not updated any of its key passwords and entry codes for any internet facing servers in many, many months.
It has recently emerged that the admin password used to enter the company’s web portal was ‘admin’ and the guest password was ‘guest’. An unbelievable fact in terms of the contractor’s field of work.
ASD incident response manager Mitchell Clarke told a conference in Sydney on Wednesday (11th October) the hackers targeted a small “mum and dad type business” — an aerospace engineering company with about 50 employees in July last year. This means the hackers were experienced enough to go through a third party/supply chain of the main contractors first, again exploiting a hole in the continuity of the whole program.
Clarke noted, “It included information on the (F-35) Joint Strike Fighter, C130 (Hercules aircraft), the P-8 Poseidon (surveillance aircraft), joint direct attack munition (JDAM smart bomb kits) and a few naval vessels.”
This particular firm has been confirmed as a fourth level contractor to the main Defence Force. This means the hackers could still get into the main information via a partner of the organisations – four levels down!
Why aren’t we learning?
Less than six months ago, the biggest cyber-attack to ever hit the internet occurred, WannaCry. The simple lesson learned from this should have been to update all networks, computers, and passwords. This can be done in a few hours depending on the size of your organisation.
If we break down the facts of this case, there are some key questions and discussions coming up:
- The Defence Force should have had a plan in place for all associates of their organisation?
- Why did no one check supply chain security, but are still blaming them?
- The usernames and passwords were not adequate. This should have been noticed earlier.
- How does a hack lasting nearly 12 months not get picked up?
- Is the idea of a foreign state hacking a concern?
The answer to that last question is no. In fact, foreign state powers trying to hack each other has happened since the internet was first set live – it’s nothing new. The key question here is more about the order and control of their supply chain in the first place.
What might happen now?
Nothing is likely to happen. Like with most hacks, it’s an opportunity to boast how good you are at it. The most likely scenario now is a ransom put on the return of the information. Or, we may never hear about this again meaning it’s been taken higher.
The ASD, for now, has dubbed the hacker “ALF”, after a character in the TV soap opera Home and Away. At least they’re seeing the humorous side to all this!
Mr Clarke described the security breach as “sloppy admin” during his press conference. Most IT people could spot holes in the system, it’s the higher authorities who should have put checks in there in the first place.
What you need to do, right, now!
If you didn’t already do this in May following the WannaCry cyber-attack, go and ask your IT team when the last time they changed passwords.
You need to then check how up to date your security systems are.
Then most importantly, you need to get in touch with any third parties you’re associated with and your supply chain! As stated by Alastair MacGibbon the Special Adviser on cyber to the Prime Minister, on breakfast news, “this is a supply chain issue, not the Governments fault”. Sorry Alastair, you can’t blame your supply chain, the responsibility for a disruption remains with the company.
If, for example, you were an airline based in Australia, you will have hundreds of supply chain dependencies, even right down to the travel agent. There would be many websites and potential gateways to stay on top of. Starting to work these out and know what is what will maintain your resilience.
Your DRP (Disaster Recovery Plan) and ITDR need to be looked at, right now. Even if you looked at it last week, you need to double check it’s up to date and where it needs to be.
Coincidently, I’m about a day off finishing my article on the Auckland Fuel Crisis follow up. In this, I discuss contractors and how we often look to blame third party when something like this happens. In fact, your stakeholders aren’t going to do that, neither is the media.
We still don’t know officially who these contractors were, but we’re all happily blaming the resilience of the Defence Force here when really, many authorities and people are involved.
I will be following up this story as it progresses as I believe it as being a huge eye opener for Australian and New Zealand organisations.
RiskLogic specialise in modules around Business Continuity for your supply chain. We’ve been doing it for over a decade. As well as this, we have industry leading cybersecurity modules & plans for all types of organisations. Our senior consultants and trainers live and breathe this daily across Australia & New Zealand. If you’re concerned about possible holes in your supply chain or cyber-security, give us a call now, obligation free.
Until then, plan, do, check & act…
Written by Ollie Law – Commercial Marketing Manager NZ & Brad Law – Senior Manager, Country Manager NZ.
Let’s pretend that you’re the owner of a fast food franchise in Surry Hills, Sydney, or Kensington, London, or Beverly Hills (pick one), and that your clientele sits in the middle-class bracket. They’ve got acquired taste and preferred service. They usually don’t eat in such an establishment, but thanks to your continued growth, the care you’ve put into the decoration and the location of said restaurant, you’re getting decent traffic through those doors.
Then a few years later, about two blocks away a new franchise opens – the same brand. These guys don’t care as much as you and have treated these customers poorly, in some cases even stolen their details from them. The reputation of the brand itself starts dropping and you notice a considerable lack of customers until they’re eventually all gone.
Now, imagine that this fast food restaurant is your website, the new franchise down the road are hackers, your front doors are Google and your clientele is…well, your clientele. That’s currently what is happening to your website thanks to the new SSL certificates being put in place across the web.
What is an SSL Certificate?
Yes, more acronyms to try and remember. SSL stands for Secure Sockets Layer and in a nutshell, it is a protocol which creates a secure connection between a client/user and the server over which to send data, messages and information. These are sent via a cryptographic system that sends two keys to encrypt data – in other words, to keep your usage private and secure.
For us Joe Bloggs out there, you can usually tell whether a URL (web address) requires an SSL connection by checking if it’s got HTTP or HTTPS (SSL Certified) at the beginning.
That SSL Certificate sends really important information back to search engines like Google and Bing. It tells them the sites location, it’s owner, physical location, domain name and all the bits in between that Google recognises as being trustworthy.
What changes are coming?
I’m not going to go into all the technical information you need to really know about this, as chances are you’re a Business Continuity professional and you have an IT team or person you can go seek reassurance from. Chances are they’re already on to it and have maybe even started the process of getting your website certified. Your involvement here, however, covers the questions of why is Google introducing this now? Why has my team not told me this is happening? Is it important?
Symantec reports that up to 73% of web users choose Chrome as their primary browser. Google is very aware of these figures and has taken very drastic and precautionary measure since two major hacks that have happened this year.
Google wants your site to be HTTPS supported. They want you to move your secure URL onto this to help slow down the efforts by hackers. Their way of making you take action by blocking certain websites that are not supported. You’ll know this is the case when you get a pop up like this (if you’re on McAfee):
Lack of security on your site is going to be detrimental to how much traffic you’re getting and maintaining your image of being a trusted site.
Again, unless you personally contact us, I won’t bore you with how to secure an SSL Certificate, but you need to be checking that you have one and get your IT team on to it if not.
Why these changes need to be taken seriously in the resilience world
You must ask yourself, why is the biggest organisation in the world, the number one search engine and quite possibly the owner of all things web, worried about everyone being so certified? Have things really gotten that bad that even Google want all HTTP sites to be converted? Yes, they have.
The world has never seen such high numbers of cyber attacks as it does today. Computers in the billions are being hacked daily for all sorts of reasons. Currently, Google is well and truly losing the battle of ensuring the websites they push are safe (hence this new initiative).
Resilience providers like RiskLogic will tell you and other organisations every time we meet that cyber is the number one threat. I think everyone gets that now, so what else has to happen other than Google changing their certificates for people to start taking this seriously? It’s not just your work laptop that’s under threat, it’s personal systems too. Hackers don’t care.
These changes need to be understood and acted upon, right now. We are resilience experts and should stay on top of these initiatives to help keep our organisation safe and our stakeholders happy.
What you can do now
There are two things.
1. Talk to your IT team and understand their position here.
2. Have a look at our Cyber security program.
You should be asking your IT team if your websites are certified… Otherwise, you may be losing traffic, you are now extremely vulnerable to a successful cyber-attack.
If they’ve not got one yet, it’s time to plan on how you’ll get one and what provider you’ll use. Name.com offers a variety of options for starters. Then do it, get it certified. Send a bulk email to your whole organisation to check they can get on the website – are there any issues? Finally, act on your changes. Was there anything you learnt about this process that could be streamlined if it’s needed to be repeated?
Our Cyber Resilience program is a fantastic way to streamline this process and your wider resilience strategies for your organisation. We’ve teamed up with Chris Watts, Cyber Security Specialist and dozens of other IT professionals to put together concrete, credible and responsive plans to all things cyber. We can develop a Cyber Security Incident Management Process to map out elements of IT preparedness, identification, containment, eradication, recovery and follow-up. This plan will tie directly into existing policy & frameworks including escalation, activation of teams, response and recovery activities.
Want to know more? Drop me a line or make a comment below for an initial discussion.
Until then, plan, do, check & act…
RiskLogic are pleased to announce that for the fifth time, BC-3 has been nominated for Continuity and resilience provider (service/product) 2017 for the BCI Australasian Awards to be held on the 31st of August.
Following recent successes as being named in the Gartner 2017 list , BC-3 has also been recognised as a leading software by DRI 2015 Conference, BCI Global awards, BCI Asia, CIR winner for 2012 & 2013 and Global Best BCM Software Award five years in succession.
“We are proud to be associated with the ClearView product and this win is indicative of what the BC-3 product has come to represent as a global leader in the business continuity software space. It truly shows that BC-3 is making a big difference to enterprise wide business continuity programs across the globe.” – Joshua Shields, Joint Managing Director
In addition to this fantastic achievement, the Activate application and portal run by sister company, FirstAction has also been nominated for Continuity and resilience innovation 2017. For such a young technology solution to be nominated and recognised in this environment is a testament to the hard work and dedication put behind this game-changing product by the RiskLogic and FirstAction team.
Recently adopted by Apple Inc., Activate has hit the market running providing Australia with technology specifically designed to help you save lives. Being nominated for an award like this so early in its life cycle has only come as further proof to General Manager Phil Archer of its capabilities.
“…our business is very excited to be recognised and nominated as a finalist for the BCI Australasian Awards for 2017. Activate, our game changing emergency management app has been shortlisted at this year’s awards which only adds to the excitement of the app. This is a wonderful achievement for our passionate & dedicated team of emergency management professionals who ultimately empower organisations to Save Lives!”
RiskLogic is proud to provide Australia and New Zealand with such a powerful, significant systems for organisations to adopt and thrive off of. We look forward to the results later this month.
Written by Ollie Law – Commercial Marketing Manager & Simon Petie – Senior Consultant, Queensland.
On November the 11th, 2011, The Gold Coast, Australia, found its fifth bid to host the Commonwealth Games successful. Next year (2018), the Gold Coast is going to have an influx of electric-excitement and spectator-chaos around what we’re now officially calling the XXI Commonwealth Games. With the opening ceremony locked in for April 4th, 2018, emergency services, visitors, residents, councils, and organisations have ten months to prepare for what is no doubt going to be an Australian wash out event.
One of the key reasons the Gold Coast won its bid for the games was its planned venue situation having 80% of the required venues already built and ready. Transport as well boasted only 20-minute driving time to the Athletes village while public transport screams success for a city that has perfected its light rail system – which will connect a number of key venues together.
In 2015, England hosted what was called Rugby’s greatest ever World Cup event. South Korea have already spent billions on its readiness for the Winter Olympics next year while Russia does its magic for the Football world cup next year also. With what seems to already be a successful 2018 for sports, we could be in for an enjoyable and perhaps legendary event here in Queensland. The organisers are certainly aiming high for that.
I’ve spent the last six months preparing resource and content around how an event like this is going to affect local organisations, and how by using Business Continuity during the event, you will not only survive but thrive off of the stampede of sports about to hit your doorstep.
Getting your BCP in check now
Regardless of what area of business you’re in, your transport and supply chain is going to be affected during the events. The Gold Coast will see an influx of anywhere between 690,000 to 700,000 visitors during the games. With these increased demands on the transport systems, local, smaller businesses are going to be hugely affected. During the London Olympics 2012, small, inner-city businesses recorded a 65% increase in wait time for deliveries and supply chain access.
Your workforce planning and operations need to be looked at now in ways to minimise this disruption. Minimising impacts on business continuity is a key focus of the background transport task. Even if you’re an organisation that is not bound to a supply chain, you are still affected by smaller requirements like downtime during a blackout or any major, external support systems.
Your options around this are to seek alternative freight routes, talk early about the expected time delays and factor this into your daily objectives, workforce journey plans and how you can help get your team to work comfortably. As a business, you should be consulted early from your suppliers on how they’ll get around this. If not, you need to be making those calls now.
You should be planning your resilience around situations like this early, you have ten months!
Know the plans for GC2018
The local councils and Government will already have their plans written, signed off and printed for the games. Chances are, they didn’t send you a copy of these! Key routes in and out of the city will be disrupted and even closed. Freight operators would have already decided on new routes, public transport too. Now is the time for you to be finding all this information out, whether it be for your supply chain, or simply so your staff know how to be getting to work.
Freight movements will be restricted in venue precincts during competition hours. The freight industry and affected businesses and residents will be engaged by the GC2018 transport partners to ensure issues are identified and addressed, and to minimise disruption to freight operations. This will start happening as early as a month before the events.
Many strategies will be proposed to freight operators, business, and residents to support freight operations during GC2018. They include:
- Where possible, limiting freight requirements during GC2018
- Moving delivery times outside of competition times
- Reducing the size of delivery vehicles entering venue precincts (meaning smaller loads)
- Alternative freight routes and, where possible, avoiding use of the Core GRN and the Gold Coast Highway
- Avoiding travel through key Gold Coast precincts such as Broadbeach, Surfers Paradise, and Southport during competition times.
Does this affect you? Does this affect your suppliers?
How we can learn from past impacts
From my perspective, these points already raised and shared with local Gold Coast businesses seem very light compared to the wider picture. Many more organisations will see an effect on their day to day running while the event is on.
We’ve seen businesses disrupted by events on this scale before in Australia, specifically during one of the largest Olympic games in history, “Games of the XXVII Olympiad”. The games of the Millennium hosted in Sydney in 2000 cost the country an estimated $6.6 billion but was regarded as “one of the most successful events on the world stage” and that “IOC should quite while it’s ahead…there can never be a better games”. With only six years of planning for what was a spectacular event, the country learnt some valuable lessons very early on.
With initial slow ticket sales and failure of meeting it’s initial budget, Sydney skyrocketed passed its budget by only year three of its planning. To compensate for this, small taxes started to rise. The media then got hold of this and potential shortcomings were being highlighted before the 1996 Atlanta (US) Games had even started.
There was also concern about potential problems during the Games. The public transport
system was one of these concerns, as were airport congestion, city traffic, security threats and the cost of running Olympic facilities after the Games. The international media’s reporting on Indigenous issues also caused authorities concern.
Despite all the negativity from the media, the staging of the Sydney Olympics was an undisputed success. The predicted trouble spots did not eventuate. Public transport was a problem, just before the Games, however during the Games, the entire system ran smoothly. In fact the whole of Sydney ran better than it usually did. This was partly due to the fact that schools closed for three weeks, many offices closed and staff took leave for the entire period. A party atmosphere reigned throughout Sydney, a party celebrated by visitors and locals alike.
Although CG2018 is unlikely to reach this scale, we can minimise the impacts and examples learnt from this event and mirror them to what we know today. Just like the 2000 Games, you should expect huge disruptions across all business areas. Business need to be thinking about revising their Business Impact Analysis prior to the CG2018 in order to understand their critical business functions and dependencies.
Let’s get everything in order
Establishing a robust BCM (Business Continuity Management) Strategy now is the best method for understanding possible disruptions. I’ve spent months already speaking with current clients and contacts around how understanding your critical business function and dependencies needs to be done now.
In these meetings, I continually point my opposite towards the CG2018 Organisation Committee, who, to their credit, have done a good job on relevant – up to date information. This is the sort of information you want to be keeping an eye on weekly. One of my clients have appointed a junior to check up on this information weekly and bring to their WIP meetings if necessary. Small steps like this will allow businesses to plan and prepare for any disruption in the lead up to the games.
By visiting all these steps now, you’re allowing yourself ten months to comfortably get through the event. The Commonwealth Games 2018 are going to be running, cycling and jumping right outside of your front door, it’s important you are ready for this whether you like it or not. It’s important that you know how to thrive as an organisation during this time.
Over the next ten months, I will be using my time, resource, and experience to help multiple organisations plan and prepare through unique and specific BCP’s for the games. If you’d like to discuss how RiskLogic can help you as well, drop me a line today.
Call us on 1300 731 138, email firstname.lastname@example.org, you can also find Simon in Brisbane:
Level 29, 1 Eagle Street
Brisbane QLD 4000
The new office is located on Brisbane’s Waterfront at 1 Eagle St, Brisbane City. If you’re a Queensland based organisation seeking advice and solutions on how to build your Resilience, contact Simon Petie now on 1300 731 138, mobile 0421905829 or on email at email@example.com.
- Position yourself with a market leader in critical incident / emergency management
- Manage a diverse range of clients across multiple industries
- Competitive remuneration, excellent career progression
To support our Melbourne practice, we are seeking a motivated and results driven business professional with proven experience in emergency and critical incident management or related disciplines.
Our vision is to work with inspired people to build meaningful organisations that contribute to a better tomorrow. At RiskLogic we do this every day by empowering people to successfully navigate the worst of situations, events like cyber-attacks, terrorism, physical disasters, health epidemics to name a few. With the right tools, training and experience we help people safeguard what’s important to them, helping to build a more Resilient Future.
RiskLogic is a market leading consulting and technology company that works with corporate, not-for-profit and government clients throughout Australia and New Zealand. Our team makes a real and tangible difference to our clients and their success in a constantly changing threat environment.
This is a key role with tremendous scope to make a real impact during an exciting expansion phase of the business. RiskLogic offers a fast paced and results driven environment with competitive remuneration and excellent growth potential.
You will be responsible for the delivery of both operational and strategic client focused emergency and critical incident management solutions, to a diverse range of industries and clients. This role will also have exposure to business continuity service delivery.
This consulting role will allow you to prepare our clients for managing emergencies and incidents. For example: active shooter, terrorist attack, bush fires, extreme weather, incidents in mass gatherings. Specifically, you will:
- Oversee and contribute to client deliverables (eg procedure development, training and exercising) across emergency management and critical incident management
- Build and maintain strong client relationships across numerous industry sectors
- Contribute at industry events, seminars and conferences on behalf of RiskLogic
- Secure new business development opportunities
- Oversee project profitability and other key performance indicators
- Assist with building local strategic alliances and partnerships
- Contribute to ongoing quality management and continuous improvement activities
- Collaborate with other internal divisions to provide integrated client outcomes, i.e. business continuity, crisis management and technology solutions
- Be in a position to service clients across Australia, including the occasional interstate travel
- Minimum 5 years’ experience in delivering relevant services, ideally within a consulting environment
- Minimum 5 years’ experience working in an emergency management tactical environment
- Minimum 5 years’ experience facilitating training sessions and exercises
- Demonstrated ability to create, build and maintain strong relationships at all levels
- Exceptional project management and organisational skills
- Ability to problem solve and influence project outcomes
- A performance driven mindset and strong commercial acumen
- The ability to adapt to diverse environments and manage multiple priorities
- Strong presentation, training and facilitation skills
- A strong drive for continuous improvement and delivery of quality outcomes
- Self-motivation, with a proven ability to effectively work remotely from managers and other team members
Work with us!
We’re a team of diverse and passionate enthusiasts. Everyone is empowered by exploring and implementing innovative ideas and improvements. We’re growing, which means lots of opportunities and we make these opportunities real by helping you get there. We thrive and collaborate in an open activity based workspace, utilise the latest technologies and provide a great culture for you to thrive in. As an integral member of the RiskLogic team, you’ll model our core values with your words and actions: Integrity. Passion. Innovation. Performance.
If you have the skills and experience required for this role, we look forward to receiving your cover letter and resume. For further information, please email Iolanda Hazell, People & Culture at firstname.lastname@example.org
At the Business Continuity Awards ceremony held at the prestigious London Marriott Hotel, Grosvenor Square on 8th June, ClearView (BC-3) wins the Award for Best Business Continuity Management Software for a record fifth year in succession, against competition from around the world. RiskLogic brings BC-3, under its global label ClearView to Australia and NZ, the web based business continuity tool that allows organisations to effectively command, control, and coordinate all of their business continuity capabilities.
The judges praised the software for its role in helping organisations of all sizes in all parts of the world to achieve their BCM objectives; delivered and supported by a team with significant industry knowledge and with excellent customer service.
Charles Boffin, CEO of ClearView says:
“This is an outstanding achievement and one of which the whole ClearView team is very proud. We are delighted to have been judged by leading industry figures as the best software yet again, truly establishing us as a global leader. Our continued focus on making the complex challenge of effective BCM framework/process management a simple, straight-forward process for all users in an organisation remains at the very heart of everything we do. ”
Joshua Shields, Joint Managing Director of RiskLogic says:
“We are proud to be associated with the ClearView product and this win is indicative of what the BC-3 product has come to represent as a global leader in the business continuity software space. It truly shows that BC-3 is making a big difference to enterprise wide business continuity programs across the globe.”
Charles Boffin (CEO) and Ian Crabb (COO) of ClearView received the award from Scottish Continuity together with Mark Watson, who was the evening’s host.
More details of the Awards can be found at www.businesscontinuityawards.com
Manager, Technology Solutions
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